This content is stated in the report of the Government Party Committee on evaluating the results of 1 year of operating the 3-level government model; continuing to innovate management methods, improving the effectiveness and efficiency of the state administration.
According to the Government Party Committee, after 1 year of operating the 2-level local government model, the key task in the coming period is to strongly shift from the focus of "arranging and consolidating the organizational structure" to "improving the quality of operation, effectiveness, efficiency of management and implementation capacity of the entire state administrative system".
In which, the important task is to continue to restructure and improve the quality of the contingent of cadres, civil servants, and public employees, focusing on the commune level.
Continue to review and comprehensively assess the arrangement of cadres and civil servants after arranging the organizational structure, promptly adjust cases of arrangement that are not suitable for job positions, expertise, capacity and task requirements; focus on overcoming the imbalance in human resources between sectors, localities and levels of government.
In particular, prioritize consolidating the contingent of cadres and civil servants at the commune level, especially in areas with large workloads, high urbanization rates, remote areas, border areas, and islands.
Focus on improving the implementation capacity of commune-level cadres and civil servants through in-depth training and fostering in fields directly serving people and businesses such as land, construction, finance, justice, civil status, digital transformation and administrative procedure resolution.
At the same time, build mechanisms to strengthen, assign, and rotate experienced officials from the provincial level and departments and branches to support localities that are still in difficulty or places that do not meet human resource requirements.
Urgently complete and implement policies to attract and value talents in the public sector; create conditions to attract a team of experts, scientists, and people with high professional qualifications to participate in state management activities.
Continue to improve salary policies, allowances and preferential treatment regimes according to job positions and task performance results; study appropriate incentive mechanisms for commune-level cadres and civil servants to create motivation to work, improve public service responsibility and service quality for the people.
Another important task is to continue to arrange organizations inside agencies, units, and organizations in the political system, focusing on public non-business units.
Continue to review and improve the functions, tasks, and organizational structure of agencies and units from central to local levels; resolutely overcome the situation of overlap, functional intersection, omission or dispersal of responsibilities; and at the same time study arranging and streamlining intermediate focal points, ensuring smooth, effective, and efficient operation of the apparatus.
Promote the arrangement of the system of public non-business units in the direction of streamlining focal points, improving the quality of public service provision and being consistent with the 2-level local government model.
Focus on reviewing and reorganizing the network of educational and health facilities and public non-business units in the area; clearly distinguishing the function of state management from the function of providing public services.
Continue to expand the autonomy of qualified public non-business units; promote socialization and transfer to the non-state sector to implement public services that the State does not necessarily directly provide, especially in the fields of education, health, culture, sports and environment, contributing to improving service quality, reducing pressure on the state budget and promoting social resources for development.
